A Guide for New Executive Directors
As a seasoned executive director, I’ve learned that the most effective leaders are those who not only excel in their current roles but also thoughtfully plan for their departure. While it may seem counterintuitive to think about leaving as you’re just beginning, a strategic approach to succession planning ensures a smooth transition and positions your organization for continued success.
Key steps to take from day one:
- Develop relationships with all staff, board, and key partners. It’s easy to get caught up in small crises when you start a position but building relationships will allow you to make the changes you need long-term. All of the other steps will result from this initial work.
- Conduct a comprehensive organizational assessment. This will identify quick fixes to implement right away and longer-term projects to explore.
- Understand the finances in-depth. I create both short and long-term forecasts to help the board make realistic plans for their new executive director. I need to understand all of the funding sources and their potential for continuation
- Implement board succession planning – including planning for term limits, filling vacancies, and recruiting officers. I often find that this has been neglected at nonprofits.
- Explore succession planning with the board and work with them on a succession policy.
- Create an operations manual. I document my work as I go knowing that I will be handing it off to someone else soon.
- Start leadership development planning while assessing staff capabilities. I won’t make significant staff changes, but I will take care of any serious issues. I might suggest staff restructuring or a change in responsibilities. Or I recommend staff who are potential future leaders and how to expand their skill sets.
- Help the board establish initial goals and evaluation processes for the new executive director so everyone is on the same page about priorities from the beginning.
Sometimes I wish I had taken my own advice. For example, it took three months to understand the complex finances at one organization where I was the interim. They had various funding sources and were paid in arrears for most of their work. I wished I had spent more time focused on what was coming in from the beginning. The board and I addressed some deferred building maintenance, but in retrospect, we should have focused more on fundraising before spending funds we didn’t have.
Remember, a well-planned departure is not just about handing over the reins; it’s about setting the stage for future success. Start with the end in mind, no matter how far off it is.